MarketScale
ContributorsKevin Koharki
Kevin Koharki photo

Associate Professor of Accounting

Kevin Koharki

Kevin provides financial advising and acumen training so non-accounting/finance professionals understand and can communicate the financial value of their work, how it fits into the broader value of the programs and business units they manage, as well as their organizations as a whole. <br/><br/> Unless employees understand the interplay between their decisions and the financial impacts of those decisions on their firms’ performance, employees and their leaders are often unable to achieve peak performance because they simply do not speak the same language. It begins with Executives.<br/><br/> He advises Executives at all levels, using one-on-one sessions, cohort-based learning, keynote speeches, and Investor Day presenations, on how to speak the language of Finance with others both inside and outside of their firms. Executives who speak the same language will trust each other more and make better decisions together. This helps them reach new heights of performance, enhances their career progression, and ultimately benefits their firms. Their success is his success and he enjoy watching them succeed.

2 articlesLinkedIn ↗
Contributor Brief·Kevin Koharki · 2 articles
Updated Apr 17, 2024

Capital and security choices reveal hidden profit leaks in operations

Koharki argues that companies systematically misallocate capital by treating internal assets—employee networks, security infrastructure—as cost centers rather than revenue multipliers. This accounting fiction blinds leadership to the fact that strategic investment in these areas compounds returns far more than traditional spending.

every dollar invested

in employee knowledge networks accelerates returns measurably

Tapping internal talent networks accelerates returns on every dollar invested.

Strategic Capital Allocation (2024-04-17)

Cost-center vs. profit-strategy framing reveals profit leakage

Security treated as expense only3
Security as revenue protector8
Employee networks viewed as collaboration tool5
Employee networks as capital multiplier9

SHARE

12%Security treated
Security treated as expense only
Security as revenue protector
Employee networks viewed as collaboration tool
Employee networks as capital multiplier

significant profits

left on table by misclassifying security investments

Companies leaving significant profits on the table by treating security as cost.

Viewing Security as an Expense (2023-10-04)

Forward-thinking companies are discovering internal talent networks unlock compounding returns.

Strategic Capital Allocation (2024-04-17)

Investing in security is actually a profitability strategy, not overhead.

Themes:Reclassifying internal assets from expenses to capital investmentsAccounting frameworks that hide operational profit multipliersSecurity and talent as revenue protection, not cost centers

Community

0 posts
No posts yet. Be the first to ask a question or share an idea with Kevin Koharki.
  • AM
    Alex M.·2h agoquestion

    What sparked your research into disruptive innovation?

    Curious what the original insight was that led you to the Innovator's Dilemma framework.

  • SL
    Sophia L.·1d agoidea

    Would love a deep-dive into EdTech adoption barriers.

    Your framing of sustaining vs. disruptive innovation feels directly applicable to school systems.

  • DR
    David R.·3d agoquestion

    How do you see AI changing the personalized learning landscape?